Book Management (9th edition): Part 2

(BQ) Part 2 book Management has contents: Managing human resources, managing diversity, dynamics of behavior in organizations, motivating employees, managing communication, managing quality and performance, managing the value chain, information technology, and e business, leading teams,...and other contents.

chapter11 Getting the Right People on the Bus The Strategic Role of HRM Is to Drive Organizational Performance The Strategic Approach Building Human Capital to Drive Performance Globalization The Impact of Federal Legislation on HRM New Manager Self-Test: What Is Your HR Work Orientation? The Changing Nature of Careers The Changing Social Contract Innovations in HRM Finding the Right People Human Resource Planning Recruiting Selecting Managing Talent Training and Development Performance Appraisal Maintaining an Effective Workforce Compensation Benefits Termination Learning Outcomes Chapter Outline © GETTY IMAGES/DIGITAL VISION pt4 After studying this chapter, you should be able to: Explain the strategic role of human resource management Describe federal legislation and societal trends that influence human resource management Explain what the changing social contract between organizations and employees means for workers and human resource managers Show how organizations determine their future staffing needs through human resource planning Describe the tools managers use to recruit and select employees Describe how organizations develop an effective workforce through training and performance appraisal Explain how organizations maintain a workforce through the administration of wages and salaries, benefits, and terminations Managing Human Resources Introduction GETTING THE RIGHT PEOPLE ON THE BUS1 Mostly True I will readily fire someone who isn’t working out for the interests of the organization I expect to spend 40 percent to 60 percent of my management time on issues such as recruiting, developing, and placing people I will paint a realistic picture of negative job aspects that will help scare off the wrong people for the job Planning Selecting the right people for a winning business team is as important to me as it is to a winning sports team Mostly False SCORING AND INTERPRETATION: Most new managers are shocked at the large amount of time, effort, and skill required to recruit, place, and retain the right people In recent years, the importance of “getting the right people on the bus” has been described in popular business books such as Good to Great and Execution The right people can make an organization great; the wrong people can be catastrophic Give yourself one point for each item you marked as Mostly True If you scored four or less you may be in for a shock as a new manager People issues will take up most of your time, and if you don’t handle people correctly, your effectiveness will suffer You should learn how to get the right people on the bus, and how to get the wrong people off the bus The faster you learn these lessons, the better new manager you will be A score of five or more suggests you have the right understanding and expectations for becoming a manager and dealing with people on the bus Environment As a new manager, how much emphasis will you give to getting the right people on your team? How much emphasis on people is needed? Find out by answering the following questions based on your expectations and beliefs for handling the people part of your management job Please answer whether each item is Mostly True or Mostly False for you Organizing My priority as a manager is first to hire the right people, second to put people in the right positions, and third to then decide strategy and vision With the right people on my team, problems of motivation and supervision will largely go away I expect that hiring the right people is a lengthy and arduous process human resource management (HRM) Activities undertaken to attractt, develop, and maintain an effective workforce within an org or o rg r anization 307 Controlling Hiring and keeping quality employees is one of the most urgent concerns for today’s organizations.2 Employees give a company its primary source of competitive advantage, so talent management is a top priority for smart managers The term human resource management (HRM) refers to the design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals.3 This system includes activities undertaken to attract, develop, and maintain an effective workforce Managers have to find the right people, place them in positions where they can be most effective, and develop them so they contribute to company success Leading I view firing someone as helping them find the place where they belong to find fulfi llment 308 P AR T O RGANIZING Over the past decade, human resource management has shed its old “personnel” image and gained recognition as a vital player in corporate strategy.4 Increasingly, large corporations are outsourcing routine HR administrative activities, freeing HRM staff from time-consuming paperwork and enabling them to take on more strategic responsibilities Human resources tops Gartner Inc.’s list of most commonly outsourced business activities.5 All managers need to be skilled in the basics of human resource management Flatter organizations often require that managers throughout the organization play an active role in recruiting and selecting the right employees, developing effective training programs, or creating appropriate performance appraisal systems HRM professionals act to guide and assist line managers in managing human resources to achieve the organization’s strategic goals THE STRATEGIC ROLE OF HRM IS TO DRIVE ORGANIZATIONAL PERFORMANCE How a company manages talent may be the single most important factor in sustained competitive success Today’s best human resources departments not only support strategic objectives but also actively pursue an ongoing, integrated plan for furthering the organization’s performance.6 Research has found that effective human resource management has a positive impact on strategic performance, including higher employee productivity and stronger financial results.7 The Strategic Approach The strategic approach to human resource management recognizes three key elements First, all managers are involved in human resource management Second, employees are viewed as assets Employees, not buildings and machinery, give a company its competitive edge Third, human resource management is a matching process, integrating the organization’s strategy and goals with the correct approach to managing human capital.8 In companies that take a strategic approach, HR managers are key players on the executive team and play a pivotal role in driving performance At retailer Target, for example, the formal mission of the human resources department is to “drive company performance by building a fast, fun, and friendly team committed to excellence.” To fulfill the mission, HR managers are directly involved in building a culture that distinguishes Target from other retailers, finding the right people to fit the culture, then creating training programs, compensation, and other mechanisms to develop and retain quality employees.9 Some current strategic issues of particular concern to managers include the following: ▪ ▪ ▪ ▪ Right people to become more competitive on a global basis Right people for improving quality, innovation, and customer service Right people to retain during mergers and acquisitions Right people to apply new information technology for e-business All of these strategic decisions determine a company’s need for skills and employees TakeaMoment Go to the experiential exercise on pages 332–333 that pertains to your potential for strategic human resource management This chapter examines the three primary goals of HRM as illustrated in Exhibit 11.1 HRM activities and goals not take place inside a vacuum but within 309 C HAPTER 11 M ANAGING H UMAN R ESOURCES EXHIBIT 11 Strategic Human Resource Management Today, more than ever, strategic decisions are related to human resource considerations In many companies, especially those that rely more on employee information, creativity, knowledge, and service rather than on production machinery, success depends on the ability to manage human capital.11 Human capital refers to the economic value of the combined knowledge, experience, skills, and capabilities of employees.12 To build human capital, HRM develops strategies for finding the best talent, enhancing their skills and knowledge with training programs and opportunities for personal and professional development, and providing compensation and benefits that support the sharing of knowledge and appropriately reward people for their contributions to the organization © DICK BLUME/SYRACUSE NEWSPAPERS/THE IMAGE WORKS Building Human Capital to Drive Performance human capital Th The ec econo onomic miic value of the knowledge, experi-ence, skills, and capabilities of emp eem m loyyees mp Lowe’s 215,000 employees help customers with remodeling, building, and gardening ideas at its 1,575 stores They cut lumber, blinds, pipe, and chains; thread pipes; assemble items; provide computer project design and landscape garden design; match paint colors; teach how-to clinics; and offer many other services Managers know that providing superior customer service depends on human capital, so they invest in finding the best people and helping them develop and apply their combined knowledge, skills, experience, and talent Organizing the context of issues and factors affecting the entire organization, such as globalization, changing technology, a growing need for rapid innovation, quick shifts in markets and the external environment, societal trends, government regulations, and changes in the organization’s culture, structure, strategy, and goals The three broad HRM activities outlined in Exhibit 11.1 are to find the right people, manage talent so people achieve their potential, and maintain the workforce over the long term.10 Achieving these goals requires skills in planning, recruiting, training, performance appraisal, wage and salary administration, benefit programs, and even termination 310 P AR T O RGANIZING The importance of human capital for business results is illustrated in Exhibit 11.2 The framework was developed by Accenture and used by software and services company SAP SAP needed a way to evaluate and revise its human capital processes to shift to a new strategy requiring stronger customer focus and greater individual employee accountability The idea is to show how investments in human capital contribute to stronger organizational performance and better financial results The framework begins at the bottom (level 4) by assessing internal processes such as workforce planning, career development, learning management, and so forth Managers use these activities to increase human capital capabilities (level 3), such as employee engagement or workforce adaptability Enhanced capabilities, in turn, drive higher performance in key areas such as innovation or customer satisfaction (level 2) Finally, improvements in key performance areas lead to improved business results.13 As a new manager, recognize that human capital is the organization’s most valuable asset If you are involved in hiring decisions, look for the best people you can find, and then treat them like gold, with opportunities to learn, grow, and develop new skills and earn appropriate compensation and benefits TakeaMoment EXHIBIT 11 The Role and Value of Human Capital Investments Revenue Growth ROIC or ROE (FS only) Total Return to Shareholders Future Value Level Customers Level Business Results Productivity Quality Innovation Key Performance Drivers Leadership Capability Workforce Performance Employee Engagement Workforce Adaptability Ability to Change Talent Management Human Capital Efficiency Workforce Planning Workforce Design Level Human Capital Capabilities Competency Management Career Development Performance Appraisal Succession Planning Recruiting Rewards and Recognition Employee Relations Human Capital Strategy Learning Management Knowledge Management Level Human Capital Infrastructure Human Capital Processes SOURCE: Susan Cantrell, James M Benton, Terry Laudal, and Robert J Thomas, “Measuring the Value of Human Capital Investments: The SAP Case,” Strategy & Leadership 34, no (2006): 43–52 Copyright 2006 by Emerald Group Publishing Limited Reproduced with permission of Emerald Group Publishing Limited in the format Textbook via Copyright Clearance Center 311 C HAPTER 11 M ANAGING H UMAN R ESOURCES Globalization An issue of significant concern for today’s organizations is competing on a global basis, and the success of a company’s global business strategies is closely tied to the effectiveness of the organization’s global HR strategies 14 A subfield known as international human resource management (IHRM) specifically addresses the added complexity that results from coordinating and managing diverse people on a global scale.15 Research in IHRM has revealed that, as the world becomes increasingly interconnected, some HR practices and trends are converging However, IHRM managers need a high degree of cultural sensitivity and the ability to tailor and communicate policies and practices for different cultures.16 What works in one country may not translate well to another Exhibit 11.3 lists some interesting trends related to selection, compensation, performance appraisal, and training in different countries THE IMPAC T OF FEDERAL LEGISLATION ON HRM EXHIBIT 11 iin international n human resource management (IHRM) A ssubfi ubfiel eld off huma human n resource manage g ment that addres dresses ses th thee ccomp omplex lexity ity th that at result lts from f recruiti iting, sellectting, developing, and maintain-ing a diverse workforce on a global scale discrimination The hiring orr promoting of applicants based on criteria that are not job relevant affirmative action A policy requiring employers to take positive steps to guarantee equal employment opportuni-ties for people within protected d gro g rroups p Some Trends in International Human Resource Management Selection • In Japan, HR managers focus on a job applicant’s potential and his or her ability to get along with others Less emphasis is placed on job-related skills and experience • Employment tests are considered a crucial part of the selection process in Korea, whereas in Taiwan, the job interview is considered the most important criterion for selection Compensation • Seniority-based pay is used to a greater extent in Asian and Latin countries • China and Taiwan have surprisingly high use of pay incentives and are moving toward more incentives based on individual rather than group performance Performance Appraisal • Across ten countries surveyed, managers consider recognizing subordinates’ accomplishments, evaluating their goal achievement, planning their development, and improving their performance to be the most important reasons for performance appraisals Training • In Mexico, managers consider training and development a reward to employees for good performance • HR managers in Korea incorporate team-building into nearly all training and development practices SOURCE: Mary Ann Von Glinow, Ellen A Drost, and Mary B.Teagarden,“Converging on IHRM Best Practices: Lessons Learned from a Globally Distributed Consortium on Theory and Practice,” Human Resource Management 41, no (Spring 2002): 123–140 Organizing A number of federal laws have been passed to ensure equal employment opportunity (EEO) Some of the most significant legislation and executive orders are summarized in Exhibit 11.4 The point of the laws is to stop discriminatory practices that are unfair to specific groups and to define enforcement agencies for these laws EEO legislation attempts to balance the pay given to men and women; provide employment opportunities without regard to race, religion, national origin, and gender; ensure fair treatment for employees of all ages; and avoid discrimination against disabled individuals The Equal Employment Opportunity Commission (EEOC) created by the Civil Rights Act of 1964 initiates investigations in response to complaints concerning discrimination The EEOC is the major agency involved with employment discrimination Discrimination occurs when some applicants are hired or promoted based on criteria that are not job relevant; for example, refusing to hire a black applicant for a job he is qualified to fill or paying a woman a lower wage than a man for the same work are discriminatory acts When discrimination is found, remedies include providing back pay and taking affirmative action Affirmative action requires that an employer take positive steps to guarantee equal employment opportunities for people within protected groups An affirmative action plan is a formal document that can be reviewed by employees and enforcement agencies The goal of organizational affirmative action is to reduce or eliminate internal inequities among affected employee groups 312 EXHIBIT P AR T O RGANIZING 11 Major Federal Laws Related to Human Resource Management Federal Law Year Provisions Civil Rights Act 1991 Provides for possible compensatory and punitive damages plus traditional back pay for cases of intentional discrimination brought under title VII of the 1964 Civil Rights Act Shifts the burden of proof to the employer Americans with Disabilities Act 1990 Prohibits discrimination against qualified individuals by employers on the basis of disability and demands that “reasonable accommodations” be provided for the disabled to allow performance of duties Vocational Rehabilitation Act 1973 Prohibits discrimination based on physical or mental disability and requires that employees be informed about affirmative action plans Equal Opportunity/Discrimination Laws Age Discrimination in Employment Act (ADEA) 1967 (amended 1978, 1986) Prohibits age discrimination and restricts mandatory retirement Civil Rights Act, Title VII 1964 Prohibits discrimination in employment on the basis of race, religion, color, sex, or national origin Compensation/Benefits Laws 1996 Allows employees to switch health insurance plans when changing jobs and get the new coverage regardless of preexisting health conditions; prohibits group plans from dropping a sick employee Family and Medical Leave Act 1993 Requires employers to provide up to 12 weeks unpaid leave for childbirth, adoption, or family emergencies Equal Pay Act 1963 Prohibits sex differences in pay for substantially equal work Health/Safety Laws 1985 Requires continued health insurance coverage (paid by employee) following termination 1970 Establishes mandatory safety and health standards in organizations Health Insurance Portability Accountability Act (HIPPA) Consolidated Omnibus Budget Reconciliation Act (COBRA) Occupational Safety and Health Act (OSHA) Failure to comply with equal employment opportunity legislation can result in substantial fines and penalties for employers Suits for discriminatory practices can cover a broad range of employee complaints One issue of growing concern is sexual harassment, which is also a violation of Title VII of the Civil Rights Act The EEOC guidelines specify that behavior such as unwelcome advances, requests for sexual favors, and other verbal and physical conduct of a sexual nature becomes sexual harassment when submission to the conduct is tied to continued employment or advancement or when the behavior creates an intimidating, hostile, or offensive work environment.17 Sexual harassment will be discussed in more detail in Chapter 12 Exhibit 11.4 also lists the major federal laws related to compensation and benefits and health and safety issues The scope of human resource legislation is increasing at federal, state, and municipal levels The working rights and conditions of women, minorities, older employees, and the disabled will likely receive increasing legislative attention in the future TakeaMoment As a new manager, you may need to keep detailed records that document compliance with federal laws and regulations Complete the New Manager Self-Test on page 313 to see if you have a natural orientation toward systematic record-keeping What Is Your HR Work Orientation? As new manager, what is your orientation concerning day-to-day work issues? To find out, think about your preferences for the questions below Circle a or b for each item depending on which one is accurate for you There are no right or wrong answers The work elements I prefer are _ a Administrative _ b Conceptualizing The work elements I prefer are _ a Creative _ b Organizing My mode of living is _ a Conventional _ b Original Which is more important to you? 313 SCORING AND INTERPRETATION: The HR department typically is responsible for monitoring compliance with federal laws, and it provides detailed and specific employee procedures and records for an organization Every new manager is involved in HR activities for his or her direct reports, which involves systematic record keeping, awareness of applicable laws, and follow through For your HR work orientation, score one point for each “a” answer circled for questions 1, 3, 5, and one point for each “b” answer circled for questions 2, 4, 6, New managers with a high score (seven or eight) for HR work orientation tend to be practical, organized, good at record keeping, and meet commitments on time New managers with a low score (one or two) on HR work orientation tend to be more free-spirited, creative, and conceptual These managers tend to think out-of-the-box and may dislike the organization, routine, and legal record keeping required for efficient HR management If your score is midrange (three to six), you may well with HR work if you put your mind to it, but HR may not be your area of greatest strength _ a How something looks (form) _ b How well it works (function) I like to work with _ a A practical person _ b An idea person I am more _ a Idealistic _ b Realistic For weekend activities, I prefer to _ a Plan in advance _ b Be free to what I want A daily work routine for me is _ a Painful _ b Comfortable Organizing New ManagerSelf-Test C HAPTER 11 M ANAGING H UMAN R ESOURCES 314 P AR T O RGANIZING THE CHANGING NATURE OF CAREERS Another current issue is the changing nature of careers and a shift in the relationship between employers and employees The Changing Social Contract In the old social contract between organization and employee, the employee could contribute ability, education, loyalty, and commitment and expect in return that the company would provide wages and benefits, work, advancement, and training throughout the employee’s working life But volatile changes in the environment have disrupted this contract Consider the following list found on a bulletin board at a company undergoing major restructuring: ▪ ▪ ▪ ▪ ▪ ▪ We can’t promise you how long we’ll be in business We can’t promise you that we won’t be acquired We can’t promise that there’ll be room for promotion We can’t promise that your job will exist when you reach retirement age We can’t promise that the money will be available for your pension We can’t expect your undying loyalty, and we aren’t even sure we want it.18 Downsizing, outsourcing, rightsizing, and restructuring have led to the elimination of many positions in organizations Employees who are left may feel little stability The above list reflects a primarily negative view of the new employer-employee relationship, but there are positive aspects as well Many people, particularly younger employees, like the expectation of responsibility and mobility embedded in the new social contract Everyone is expected to be a self-motivated worker who is continuously acquiring new skills and demonstrating value to the organization Exhibit 11.5 lists some elements of the new social contract The new contract is based on the concept of employability rather than lifetime employment Individuals are responsible for developing their own skills and abilities, understanding their employer’s business needs, and demonstrating their value to the organization The employer, in turn, invests in creative training and development opportunities so that people will be more employable when the company no longer needs their services This means offering challenging work assignments, opportunities to participate in decision making, and access to information and resources In addition, an important challenge for HRM is revising performance evaluation, compensation, and reward practices to be compatible with the new social contract Smart organizations contribute to employees’ long-term success by offering extensive professional training and development opportunities, career information and assessment, and career coaching.19 EXHIBIT 11 The Changing Social Contract New Contract Old Contract Employee • Employability; personal responsibility • Partner in business improvement • Learning; skill development • Job security • A cog in the machine • Knowing Employer • Creative development opportunities • Lateral career moves; incentive compensation • Challenging assignments • Information and resources; decisionmaking authority • Standard training programs • Traditional compensation package • Routine jobs • Limited information SOURCES: Based on Louisa Wah,“The New Workplace Paradox,”Management Review ( January 1998): 7; and Douglas T Hall and Jonathan E Moss,“The New Protean Career Contract: Helping Organizations and Employees Adapt,”Organizational Dynamics (Winter 1998): 22–37 315 C HAPTER 11 M ANAGING H UMAN R ESOURCES The new social contract can benefit both employees and organizations However, some companies take the new approach as an excuse to treat people as economic factors to be used when needed and then let go This attitude hurts morale, employee commitment, and organizational performance Studies in both the United States and China, for example, have found lower employee and firm performance and decreased commitment in companies where the interaction between employer and employee is treated as a contractlike economic exchange rather than a genuine human and social relationship.20 As a new manager, appreciate the opportunities that are offered by the new social contract Allow people to make genuine contributions of their talents to the organization, and provide them with challenging work and opportunities to learn new skills they can transfer to other jobs in the future TakeaMoment Innovations in HRM The rapid change and uncertainty in today’s business environment bring significant new challenges for human resource management Some important issues are becoming an employer of choice, addressing the needs of temporary employees and parttime workers, acknowledging growing employee demands for work/life balance, and humanely managing downsizing Becoming an Employer of Choice The old social contract may be broken for contingent workers Peo People l who h work k for an organiizati tion, but not on a permanent or full-time basis, including temporaryy placements, contracted professionals, si io or leased employees tingent workers are becoming a larger part of the workforce in both the United States and Europe Contingent workers are people who work for an organization, but not on a permanent or full-time basis These include temporary placements, contracted professionals, leased employees, or part-time workers.22 The temporary staffing industry doubled between 2002 and 2007 and is projected to grow into a $200 billion industry by 2010.23 People in temporary jobs everything from data entry, to project management, to becoming the interim CEO Although in the past, most temporary workers were in clerical and manufacturing positions, in recent years demand has grown for professionals, such as accountants and financial analysts, interim managers, information technology specialists, product managers, and even lawyers and health-care workers A related trend is the use of virtual teams Some are made up entirely of people who are hired on a project-by-project basis Many companies depend on part-time or temporary employees to maintain flexibility.24 © ISAAC BREKKEN FOR THE NEW YORK TIMES/ REDUX IMAGES Using Temporary and Part-Time Employees Con- The Federal Deposit Insurance Corporation is handling the increasing demand for its intervention in bank failures with contingent professionals, mostly retirees who bring the needed expertise Gary Holloway, shown here, was recruited back after two years of retirement and now considers his office “on the road” as he travels to failing banks in his temporary job An FDIC group swoops in like a SWAT team, sorts through a bank’s troubled loans, sells assets, and reopens the bank under new ownership Holloway brings to this task his experience with the FDIC during the 1980s savings and loan crisis, which resulted in 534 closings Organizing good, but today’s best companies recognize the importance of treating people right and thinking for the long term rather than looking for quick fixes based on an economic exchange relationship with employees An employer of choice is a company that is highly attractive to potential employees because of human resources practices that focus not just on tangible benefits such as pay and profit sharing, but also on intangibles (such as work/life balance, a trust-based work climate, and a healthy corporate culture), and that embraces a long-term view to solving immediate problems.21 To engage people and spur high commitment and performance, an employer of choice chooses a carefully balanced set of HR strategies, policies, and practices that are tailored to the organization’s own unique goals and needs 654 C OMPANY I NDEX E Gartner Inc., 308 Hotel Carlton, Joie de Vivre Hospitality Gaylord Hotels, 189 E & J Gallo Winery, 196 General Dynamics Corporation, 249 E-Z Pass, 577 General Electric (GE), 4, 9, 49, 68, 99, 146, E-Z-Go, 554 Inc., 461 Hyundai Motor Company, 49 195–196, 200, 289–290, 359, 554, 586 E W Scripps Networks, 588 General Foods, 262 Earnest Partners, 420 General Mills, 190, 262 eBay, 84, 544, 586 General Motors (GM), 13, 156, 552, 589 Edward Jones Investments, 199 Packard Electric, 492 eHarmony, 387 Genesis Grants, 287 Electric Boat Corporation, 249 Genmab AS, 15 EMC Corporation, 489 Gerber Scientific Inc., 98 Emerald Group Publishing Limited, 35 Gibson Guitar Corp., 199 Enron, 10, 129, 130, 558 Gillette Company, 202 Enron Wind, 195 Girl Scouts, 21 Entelos, 278 Glad, 200, 279 Equifax, 326 Glasgow Airport, 19 Ernst & Young, 349, 358 GlaxoSmithKline, 586 ESPN.com, 588 Goodyear Tire & Rubber Co., 291 Excel Foundry and Machine, 97 Google, Inc., 5, 49, 65, 101, 221, 281, 283, Ibanez, 199 IBM, 6, 23, 45, 46, 66, 68, 71, 74, 99, 137, 200, 203, 205, 283, 285–286, 344, 508, 511, 523 IDG, 116 IKEA, 198 Imagination Ltd., 576 Infosys Technologies, 580 Intel, 66, 97, 287 Interface, 141 Internal Revenue Service (IRS), 253 Expedia, 586 352, 504 Express, 244 Gore-Tex, 198, 486 Exxon Mobil Corp., 114, 171, 215, 540 Governance Metrics International, 147 Grameen Bank, 103 Greater Chicago Food Depository, 21 F I Greensburg Public Schools, 497–498 Intuit, 280, 480 iRobot, 200 J JCPenney, 354, 588, 589 Jenny Craig, 394 JetBlue, 378 John Lewis, 12 Johnson & Johnson, 66, 144 Johnson & Johnson Pharmaceuticals, 278 Fabcon, 292 Facebook Inc., 193 H Facebook.com, 70, 585, 586 Fannie Mae, 359 Habitat for Humanity International, 253 FasTrak, 577 Hallmark Cards, 78 Federal Bureau of Investigation (FBI), 6, 96, Harley-Davidson Motor Company, 74, 198 Johnsonville Sausage, 12 JPMorgan Chase, 199, 586 K Harpo Inc., 75 Kay Jewelers, 70 Harvard University, 41 Killid Group, The, 12 Hasbro, 68 Kimbel’s Department Store, 465–466 FedEx, 95, 172, 555 Hayes Diversified Technologies (HDT), 188 Kimberly-Clark, 411–412 Flickr.com, 585 HBO, Kmart, 10, 138 Flight 001, 181 HealthSouth, 129, 558 Kodak, 186 Food Network, 588 Hearst Magazines, 75 Korn Ferry International, 350 Ford Motor Company, 37, 68, 97, 348, 353, Heineken, 99 Kraft Foods, 345, 363 Henry Estate, 98 Kroger, 74 Herman Miller, 200 KTVK, 19 349–350 Federal Deposit Insurance Corporation, 315 573, 589 Fortune, 411, 442, 446, 455, 500n66 Fortune 500, 471, 481, 499n31 Hewlett-Packard, 10, 68, 259, 344 Four Seasons Hotels, 198 HGTV, 588 Fox News, 68 High Tech Computer Corporation Frito-Lay, 262 (HTC), 65 G Gallup Organization, 461–462 Gap, 217 L Lands’ End Inc., 292 Hilton Hotels Corporation, 540 Le Creusot-Loire, 40 Hindustan Lever Limited see Unilever Learning Point Associates, 295 Home Depot, The, 10, 68, 100, 217, 456, 577 Lego, 83 Honda, 76, 250, 578 Levi Strauss & Co., 244, 344 Honeywell, 345 LG Electronics, 111 Industrial Automation and Control, 538 Lincoln Electric, 149, 562–563 655 C OMPANY I NDEX National Bureau of Economic Little, Brown, 190 Research, 352 L L Bean, 554, 555 Lockheed Martin Corporation, 285, 349, Pitney Bowes, 360 National Oceanic and Atmospheric Administration (NOAA), The, 485 359, 586 Philip Morris, 100 Pizza Hut, 205 Portman Hotel, 78 Lowe’s, 309 National Oil Corporation, 171 Pratt & Whitney, 252 Lucasfilm, 10, 509 Nature Conservancy, 21 Pricewaterhouse Coopers Consulting, Lucent Technologies, 71 NBA, 78 Lush Cosmetics, 80 NBC Entertainment, 227 68, 147 NBC Universal, 588 M 207, 250, 262, 278, 283, 284, 354, 358 Nelson Motivation Inc., 453 Protective Life Corporation, 131 Neptune Drying Center, 214 Prudential Insurance, 143 Netflix, 70, 176 Purdue University, 38 Macy’s, 13, 586 Netgear, 99 Magic Johnson Enterprises, 217 New England Confectionary Co Malaysian Airlines, 383 R (Necco), 11 Marathon Oil Corporation, 292 New Jersey Bell, 41 Marriott Hotels, 51, 198 New Jersey Nets, 17 Marriott International, 472, 585 New Line Cinema, Marshall Industries, 455 New School University, New York, 489 Martha Stewart Living Omnimedia, 215 New York Stock Exchange, 344 Mary Kay Inc., 202 Nextel Communications, Massachusetts General Hospital, 523 Nibco, 589 MasterCard, 74 Nielsen Corporation, A C., 180 MasterFoods, 491 Nielsen Media Research, 19 Mattel, 63, 68 Nike, 95 Maytag, 214, 316, 456 Nissan, 69, 75, 100, 243, 578 McDevitt Street Bovis, 515 Nokia, 65, 277, 511, 573 McDonald’s, 99, 102, 103–104, 186, 216, 224, Nortel Networks, 71 North Face, 188 578, 585 Procter & Gamble (P&G), 49, 96, 190, 200, McKinsey & Company, 344 Norwest Corporation, 75 McMurray Publishing Company, 146 Numi Organic Tea, 405 Mediagrif Interactive Technologies, 84 NutriSystem Inc., 190–191 Mercury Communications, 323 Nypro, Inc., 75 Radcliffe College, 40 Ralcorp, 456–457 Ralston Foods, 504 Rancho Santiago Community College District, 512 Random House, 96 Rayovac, 74 Reader’s Digest, 252 Recycline, 208–209 Red Studios Inc., 320 Remploy Ltd., 296 RhonePoulenc Rorer (RPR), 362 Ritz-Carlton, 78 Robinson Helicopter, 189 Rockford Health Services, 216 Royal Dutch, 115 Royal Philips Electronics, 472 Rubbermaid, 10 Merrill Lynch, 344 Rubel, Matt MetLife, 388 O Michigan Casting Center (MCC), 263 Microsoft, 71, 99, 221, 243, 558 Miller, 97 Milwaukee Journal Sentinel, The, 145 Ming Cycle Company, 257 Mississippi Power, 250 Monsanto, 137, 139–140 Motel 6, 198 Motorola, 6, 50, 66, 277, 508, 554 O, The Oprah Magazine, 75 Russell Reynolds Associates, 394 Occidental Petroleum, 171 Ohio State University, 415–416 S Oracle, Orange SA, 71 Safeway, 74 Oticon, 45 Saint Luke Penny Savings Bank, 344 Otis, 252 Salvation Army, 21, 186 Mountain View, 352 Samsung Electronics, 65, 66, 277 Multiplex Co., 99 P MySpace.com, 70, 585, 586 N and Payless Shoes, 410 Rush Communications Inc., 219 San Diego Zoo, 545 Santa Clara University, 523 Pacific Edge Software, 81 Save-A-Lot, 189–190, 199 Packard Electric, General Motors, 492 sbtv.com, 19 Payless Shoes, 410 ScheringPlough, 137 PC World, 409 SEI, 256 Napster, 586 PepsiCo Inc., 5, 262, 344, 347, 570 Shawmut National Corporation, 262 NASA, 66 Periphonics, 71 Shell Group, 115 656 C OMPANY I NDEX Siebel Systems, 80, 409 Treatment Products, Ltd., 113 Valuedance, 478–479 Siemens, 169–170 Turner Broadcasting, Verizon Communications, 71, 74, 361 Sikorsky, 252 Twitter.com, 585 Veterans Administration (VA) Snapper, 198 Tyco, 10, 68, 129 hospitals, 582 Sony, 74, 98, 256 Visa, 74 Southwest Airlines, 78, 218 Vivendi Universal, 256 U Spherion Corporation, 538 St Luke’s Hospital, 507 Vizio, 256 Volvo Group, 97, 165 Stanford University, 82 U.S Air Force, 388 Starbucks, 95, 198 U.S Army, 537 Starwood Hotel and Resorts, 171 U.S Marine Corps, 17 Stine Seed Company, 430 U.S National Training Center, 491–492 Strida, 257 U.S Navy, 504 W L Gore and Associates, 394, 486 Sun Microsystems, 287, 481 U.S Postal Service, 586 Wal-Mart, 4, 7, 51, 68, 95, 100, 139, 205, 213, SunBright Outdoor Furniture, Inc., 592–593 Ubisoft, 259 T 278, 573, 577 Umpqua Bank, 84 Warner Bros., Unilever, 141 Wells Fargo, 75 Unisys, 99 Western Electric Company, 42 United Airlines, 70 Whole Foods Markets, 198, 209, 361, T-Mobile, 283 United Methodist Church, Taco Bell, 19 United Parcel Service (UPS), 39, 40, 348, 427 Tandem Services Corporation, 511 Target Stores, 70, 278, 288, 471–472 Tennessee Valley Authority (TVA), 318 Capital Insurance division, 224 489–490 Wolters Kluwer, 98, 344 WorldCom, 10, 129, 130, 558 United Technologies Corporation (UTC), 114, 194, 252 Tesco, 573 University of Chicago, 421 Texas Instruments, 49, 284, 394 University of Chicago Graduate School of Textron, 554 W Business, 344 X Xerox Corporation, 285, 554 TIAA-CREF, 344 University of Louisiana at Lafayette, 35 Tiffany, 70 University of Maryland, 51 Time Inc., University of Michigan, 415–417 Time Warner Cable, 6, 189 University of Texas, 415 Time Warner Inc., Upper Crust Pizza, 189 Yahoo, 281, 414, 586 Tom’s of Maine, 225–226 USAA, 445 Yamaha, 199 Y Toshiba, 74 Toyota Motor Company, 48, 69, 77, 97, 345, 578, 589 TransFair, 65 Transparency International, 136 V Valero Energy Corp., 80, 85, 224 Z Zale’s, 70 Subject Index A Assimilator, learning styles, 396 Big Five personality factors, 386 Attitude, 378–379 Blog, 585 Abilene paradox, 231, 518 components of, 379 Body language, in communication, 479 Acceptance theory of authority, 41, 246 conflicts among, 382 BOP see Bottom of the pyramid concept Accommodator, learning styles, 396 high-performance work attitudes, Borderless world, 96–98 Accountability, 246 Achievement culture, 80 Bottom of the pyramid (BOP) concept, 380–382 personality’s influence on, 388–393 140–141 Acquired needs theory, 447–448 Attributions, 384–385 Bottom-up budgeting, 545 Acquisition, 100 Authoritarianism, 390–391 Boundary-Spanning Roles, 73–74 Activity-Based Costing (ABC), 558 Authority, 246 Bounded rationality, 218 Activity ratio, 548 Authority-compliance management, 417 Brainstorming, 229–230 Adaptability culture, 79 Avoidance learning, 453 Brain teasers, employment tests, 322 Adaptive cultures, 79 Awareness training, diversity, 360 Brainwriting, 230 Adaptive organizations Bribe payers index, Transparency departmentalization, 250–260 International, 138 organizing for horizontal coordination, B 260–264 organizing the vertical structure, Bureaucracy, 38–39 Bureaucratic organizations, 38–40 Backlash, globalization, 113–114 Business growth rate, 194 Balanced life promotion, 316 Business intelligence, 74 Balanced scorecard, 540–541 Business intelligence software, 581 Adjourning, 515–516 Balance sheet, 546 Business-level strategy, 190–191 Administrative model, decision making, Bargaining power 244–250 structure follows strategy, 264–265, 267 218–220 Administrative principles, 40–41 Affective component, of attitude, 379 Affiliation, 447 of customers, 196 of suppliers, 196–197 BARS see Behaviorally anchored rating dashboard, 582 Business process reengineering, 263–264 scale Affirmative action, 311, 319 BCG matrix, 194–195 Age Discrimination in Employment Behavior Act, 350 formulation, 196–199 Business performance C component of attitude, 379 Agreeableness, 386, 387 personality’s influence on, 388–393 Cafeteria-plan benefits packages, 330 Alienated follower, 425 type A behavior, 397 CAP see Cultural Assessment Process Alternative, in decision making type B behavior, 397 Capacity development of, 223–224 Behavioral approaches, leadership to adapt and learn, 523 implementation of selected, 224–225 leadership grid, 417 Capital budget, 545 selection of desired, 224 Michigan studies, 416–417 Careers, changing nature, 314–316 Ohio State studies, 416 Carrot-and-Stick controversy, 455 Ambidextrous approach, 179 Ambiguity, 216–217 Americans with Disabilities Act, 350 Behaviorally anchored rating scale (BARS), 328 Cash budget, 545 Cash cow, 195 Analytical style, 226 Behavioral sciences approach, 45–46 Cellular layout, 576 Application form, 321 Behavioral style, 226–227 Center for Creative Leadership, 411 Behavior modification, 452 Centralization, 250 Assertiveness, 107 Belongingness needs, motivation, 444 Centralized network, team Assessment center, 322 Benchmarking, 49, 554 employee selection, 321 communication, 486–487 657 658 S UBJECT I NDEX Central planning departments, 175 Coaching, of employees, 326 Competitive strategies, 198–199 Ceremony, 78 Coalition, 221 Competitors, 70 Certainty, decision making, 216 Coalition building, 221 Computer-based interviews, employee Chain of command, 245 Code of ethics, 144–145 Champion, 285 Coercion, 295 Conceptual skill, 8–9 Change agent, 290 Coercive power, 427 Conceptual style, 226 Change implementation, 291–296 Cognitive component, of attitude, 379 Conflict, 517 coercion, 295 Cognitive dissonance, 382 Conflict management, 288 communication and education, 295 Collaborative relationships, 23 Conformist, 425 different assessments and goals, 293 Collaborative work systems, 582 Conscientiousness, 386 force-field analysis, 293–294 Command team, 507 Consideration, leadership behavior, 416 lack of understanding and trust, 292–293 Commitment, 161 Consistency culture, 81 need for change, 291 Committee, 508 Contemporary leadership, 410–411 negotiation, 295 Communication, 295 Content theories, 443 selection, 321 participation, 295 apprehension, 478 resistance to change, 291–293 champion, manager as, 473 contingency theory, 419–420 self-interest, 291–292 channels, 476–478 leader style matching, 420–421 tactics implementation, 294–296 communicating among people, situational theory, 418–419 top management support, 295–296 uncertainty, 293 475–482 Contingency approaches, leadership, 418 substitutes, for leadership, 421–422 communication process, 474 Contingency plans, 172 definition, 473–474 Contingency theory, leadership, 419–420 case study, 298–299 gender differences in, 479 Contingency view, 48–49 changing people and culture, 287–290 listening, 480–482 Contingent workers, 315 changing workplace, 278–279 manager’s job and, 472–474 Continuous improvement, 49 implementation, 291–296 needs, 492 Continuous improvement, 555–556 implementing change, 291–296 nonverbal, 480 Controlling, new products and technologies, 279–287 organizational communication, 483–489 Conventional level, of personal moral Change management Changing, 290 approaches to control, 548–552 Changing things, 279–287 coordination, 281–284 entrepreneurship, 284–287 exploration, 279–281 external coordination, 283–284 internal coordination, 282–283 Changing workplace innovation and, 278–279 Channel, 474 Channel richness, 476–477 Charismatic leaders, 422 formal communication channels, 483–486 development, 135 Converger, learning styles, 396 innovations in, 489–492 Conversation, 479 personal communication channels, Conversion ratio, 548 487–489 team communication channels, 486–487 personal communication channels, 487–489 to persuade and influence others, 478–479 team communication channels, 486–487 Compensation Cooperation, 281–284 Coordination, 261 model, for innovation, 282 Core competence, 188–189 Core job dimensions, 457–458 Corporate culture achievement culture, 80 adaptive cultures, 79 consistency culture, 81 Chief ethics officer, 146 for employees, 329–330 cultural leadership, 85 CI see Competitive intelligence equity, 449 environment and culture, 78–81 Civil Rights Act of 1964, 350, 361 incentive, 458 internal environment, 75–78 Civil Rights Act of 1991, 360 motivational compensation, 449, involvement culture, 80–81 Classical model, decision-making, 217–218 Classical perspective 458–459 team-based, 459 levels of, 76 shaping for innovative response, 82–85 administrative principles, 40–41 Compensatory justice, 134 bureaucratic organizations, 38–40 Competency-based pay systems, 329 Corporate Governance, 558–559 definition, 36 Competition Corporate-level strategy, 190 scientific management, 37–38 Climate of trust and openness, 492 Porter’s five forces affecting industry, 196–197 types of cultures, 79–81 formulation, 194–196 Corporate social responsibility (CSR) Closed systems, 47 Competitive advantage, 188 BOP concept, 140–141 CMP see Crisis management plan Competitive intelligence (CI), 74 criteria of, 142 659 S UBJECT I NDEX defined, 138 Decentralized planning, 175 evaluation, 142–144 Decision, 214 organizational stakeholders, 138–140 Corporate university, 325 failure, conditions affecting, 215 styles, 226 Discrimination, 350 employement, 311 Discussion dialogue vs., 490 Corruption Perception Index, 105 Decisional roles, 19–20 Disseminator role, 18 Cost leadership, 198–199 Decision makers, 213 Distributive justice, 133 Countertrade, 99 Decision making, 214 Distributive negotiation, 521 Country club management, 417 alternatives, 223–225 Disturbance handler role, 18 Courage, 431 case study, 233–236, 240 Diverger, learning styles, 396 Courageous managers, 129–130 diagnosis, 222–223 Diversification, 195, 1965–196 CQ see Cultural intelligence evaluation and feedback, 225–226 Diversity Creative individual, characteristics, 280 evidence-based management, 229 awareness training, 360 Creativity, 279 innovative group, 228–231 changing workplace, 342–345 Creativity economy, 278 Kepner and Tregoe study, 222–223 cultural competence, 356–357 Crisis communication, 490–491 models for, 217–222 definition, 346 Crisis management plan (CMP), 174 nonprogrammed decisions, 214–215 dimensions of, 347 Crisis planning, 173–175 programmed decisions, 214 diversity training, 360–361 Critic, 285 rigorous debate on issue, 230 dividends of workplace, 348–350 Critical psychological states, 458 risk in, 216 factors affecting women’s careers, Critical thinking, 424 six steps in managerial, 227–228 CRM see Customer relationship steps of, 222–226 factors shaping personal bias, 350–353 types and problems, 214–217 five steps to develop, 357 management Cross-functional teams, 255–256 Decision-making models, 217–222 353–354, 356 glass ceiling, 353–354 Cross-functional teams, 262, 508 administrative model, 218–220 in global scale, 345 Cross-training, 325 characteristics of, 221 inclusive model of, 347 CSR see Corporate social classical/rational model, 217–218 initiatives and programs, 358–362 political model, 221–222 new initiatives, 362 responsibility Cultural Assessment Process (CAP), 84 Cultural competence, 356–357 Decision support systems (DSSs), 582 opt-out trend, 354 skills training, 360–361 Cultural intelligence (CQ), 115–116 Decode, 474 traditional model of, 347 Cultural leader, 85 Delegation, 247 in the United States, 343–345 Culture, 76 Deliberately structured, Dividends of diversity, 348–350 Culture change, 287 Demotivation, 458 Divisional structure, 252–253 Departmentalization, 250 Division of labor, 244 OD approaches to, 289 advantages and disadvantages of each Culture shock, 116 structure, 258–260 Current ratio, 547 Customer relationship management (CRM), 51 Dog, 195 divisional approach, 252–253 Domestic stage, globalization, 97 geographic- or customer-based Downsizing, 316 divisions, 253–254 Customers, 69–70 Division of work, 40 Downward communication, 483–484 Customer service, 540 matrix approach, 254–255 Driving forces, 293 Cyberslackers, 539 team approach, 255–256 Drop off, 484 Cycle time, 555 vertical functional approach, 252 Dual-Authority Structure, 254 virtual network approach, 256–258 Due process, right to, 133 Descriptive, decision making, 218 D Daily flextime, 399 Data, 581 Dynamic capabilities, 200 Devil’s advocate, 230 E Diagnosis, decision making, 222 Dialogue, 489–490 vs discussion, 490 E-business Debt ratio, 548 Differentiation strategy, 198 increasing efficiency strategy, 589 Decentralization, 250 Dimensions, of diversity, 347 internet and e-business, 586–589 Decentralized control, 550 Direct investing, 100 Decentralized network, team Directive style, 226 E-commerce, 586 Discretionary responsibility, 143 Economic development, 103 communication, 486–487 market expansion strategy, 588–589 660 S UBJECT I NDEX Economic dimension, 68 external environment, 64–72 Euro, 113 Economic environment, 103–104 external environment of Nortel, 72 European Union (EU), 68, 112–113 Economic forces, 34 general environment, 64–69 Evaluation, in decision making, 225–226 Economic Value-Added (EVA), 558 internal environment, 65, 75–78 Evaluation errors, performance, 328 E-cruiting, 320 international business environment, 102 Evergreen Project, 199 Education, 295 international environment, 65–66 Evidence-based management, 229 Education Amendment of 1972, 361 legal-political environment, 68, 104–105 Exchange rates, 104 EdVenture Partners Collegiate Marketing natural environment, 69 Executive information systems (EISs), 582 organizational environment, 64 Exit interview, 331 organization–environment relationship, Expatriates, 118 Program, 349–350 EEO see Equal employment opportunity EEOC see Equal Employment Opportunity Commission Effective communication, 473–474 72–75 Expectancy theory, 450–451 sociocultural environment, 66–68, 105–111 Expense budget, 544–545 task environment, 65, 69–72 Experienced meaningfulness of work, 458 technological environment, 66 Experienced responsibility, 458 Effective follower, 426 EPA see Environmental Protection Agency Experiential learning cycle, 395 Effective listening, 482 E➞P expectancy, 450–451 Expert power, 427 Effectiveness, Equal Employment Opportunity Exploration, 179–181 Efficiency, Egocentric leaders, 412 Commission (EEOC), 311, 349 Equal employment opportunity (EEO), Electronic brainstorming, 230 311, 319 Exporting, 98–99 Export strategy, 201 External attribution, 384, 385 Electronic messaging, 476–477, 483 Equal Pay Act of 1963, 350 External coordination, 283–284 E-mail, 476 Equity, 449 External recruiting, 318 Emotional Intelligence (EQ), 388 Equity theory, 449–450 Extinction, 454 Emotional stability, 386 ERG theory, 445–448 Extranet, 587 Empathy, 388 Escalating commitment, 231 Extrinsic rewards, 442–443, 455 “Empathy coaches,” 388 Esteem needs, motivation, 444 Extroversion, 386, 387 Employee-centered leaders, 416 Ethical choices, managers, 134–137 Employee engagement, motivation, 441, Ethical decision making 460–462 F individualism approach, 132–133 Employee growth-need strength, 458 justice approach, 133–134 Employee involvement, 49 moral-rights approach, 133 Face readers, 480 utilitarian approach, 132 Face-to-face communication, 480 Employee network groups, 362–363 Employee stock ownership Ethical dilemma, 131–132, 464–465 Facial expressions, communication, 480 Ethical issues, 136 Fallibility model, 507 Employer of choice, 315 Ethical organization, 144 Fast-cycle teams, 283 Employment test, 322 Ethical structures, 145–146 “Father of scientific management.”, 36 Empowered employees, 22 Ethics Father of the quality movement, 49 plan (ESOP), 459 Empowerment, 41, 459–460 business case, for, 147–148 Encode, 474 chief ethics officer, 146 Enforcement, 357 code of, 144–145 Federal legislation, and HRM, 311–312 Engagement, motivational tool, 441, committee, 146 Feedback, 47 defined, 130 Feedback, 449, 474, 491–492 460–462 Enterprise resource planning (ERP) systems, 582–585 managerial, 130–131 managing company, 144–148 Federal Emergency Management Agency (FEMA), 152 decision making, 225–226 Feedback control model Entrepreneur role, 18 social responsibility, and, 144–148 application to budgeting, 544–545 Entrepreneurship, 284–287 of sustainability, 141–142 capital budget, 545 Environment, 47 training, 146 cash budget, 545 whisle-blowing, 146–147 compare performance to Environmental Protection Agency (EPA), 68 Ethics committee, 146 Environmental uncertainty, 72–73 Ethnocentric companies, 115 Environment of management Ethnocentrism, 111, 352–353 standards, 543 establish standards of performance, 542 economic environment, 68, 103–104 Ethnorelativism, 352 expense budget, 544–545 environment and culture, 78–81 EU see European Union measure actual performance, 542–543 661 S UBJECT I NDEX revenue budget, 545 General environment, 64–69 take corrective action, 543–544 General managers, 13 Feeling, evaluating information, 392 Generation X employees, 360 FEMA see Federal Emergency Generation Y employees, 34, 360 Management Agency levels of goals and their importance, 159–160 in organizations, 162–167 overview, 160–162 Geocentric companies, 115 Goal-setting theory, 448–449 Femininity, 106 Glass ceiling, 353–354 Gossip, 488 Figurehead role, 18 Glass walls, 353 Grapevine, 488–489 Financial control Global geographic structure, 253 Great Man approach, 415 Globalization, 201–202 Great meeting, 524 activity ratio, 548 financial analysis, 547–548 backlash, 113–114 Greenfield venture, 100 financial statements, 546–547 stages of, 97 Gross margin, 548 leverage ratios, 548 Globalization stages Gross National Product (GNP), 114 liquidity ratio, 547 domestic stage, 97 Groupthink, 230–231, 518 profitability ratios, 548 global stage, 97 Groupware, 582 Financial performance, 540 international stage, 97 Guides to action, 161 Finished-goods inventory, 578 multinational stage, 97 First Break All the Rules, 461 First-line managers, 12 stateless stage, 97 H Global Leadership and Organizational Five common dysfunctions, of teams, 505 Behavior Effectiveness (GLOBE) Fixed-position layout, 576 project, 107–109 Halo effect, 328, 384 Flat structure, 249 Global outsourcing, 99 Harry Potter and the Prisoner of Azkaban, 576 Flexibility in job, motivation, 446, 459 Global stage, globalization, 97 HAT rack, 492 Flexible manufacturing systems, Global strategy, 200–203 Hawthorne 577–578 globalization, 201–202 Flexible scheduling, 316 multidomestic strategy, 202 Focus strategy, 199 transnational strategy, 202–203 effect, 42 studies, 42 Hero, 77–78 Followership, 424–426 Global teams, 511–512 Herzberg’s two-factor theory, 446–447 Force-field analysis, 293–294 GLOBE see Global Leadership and Hierarchical control, 548–549 Formal communication channels, 483 Organizational Behavior Formal teams, 507–508 Effectiveness Hierarchical versus decentralized control, 548–550 Forming, 514–515 GNP see Gross National Product Hierarchy of channel richness, 476, 477 Franchising, 99 Goal Hierarchy of needs theory, 443 Freedom of conscience, right of, 133 specificity, 448 High-context culture, 109–110 Free rider, 505 Goal directed, High-performance culture, 84 Free speech, right of, 133 Goals, 160 High performance planning, 175–177 Frustration-regression principle, 445 acceptance, 449 High-performance work attitudes, 380–382 Functional-level strategy, 191 alignment, with strategy maps, 166–167 Hofstede Functional managers, 12 characteristics, 168 Functional structure, 252 criteria, for effective goals, 168 Horizontal communication, 483, 485–486 Functional team, 507 difficulty, 448 Horizontal coordination Fundamental attribution error, 385 levels, 160, 161 need for coordination, 260–262 Future orientation, 107 operational, 165 project management, 262–263 in organizations reengineering, 263–264 G goal alignment, with strategy maps, 166–167 value dimensions, 106 task forces, 262–263 teams, 262–263 Gain sharing, 459 organizational mission, 163–164 Horizontal differences, management, 12–13 Gallup study, 461–462 strategic goals, 164–166 Horizontal linkage model, 282 GATT see General Agreement on Tariffs and Trade overview, 160 Horizontal team, 508 purpose, 160–161 HRM see Human resource management Gender differences, in communication, 479 strategic, 164 Gender differentiation, 107 stretch, 176 Human action, domain of, 130 tactical, 165 Human capital, 309–310 General Agreement on Tariffs and Trade (GATT), 112 Goal setting investments, 310 662 S UBJECT I NDEX Humane orientation, 107 Humanistic perspective Information technology (IT), 46, 580 new generation of, 585–586 Inventory turnover, 548 Involvement culture, 80–81 behavioral sciences approach, 45–46 Infrastructure, 103 IRS see U.S Internal Revenue Service definition, 41 Initiating structure, leadership ISO 9000 standards, 557 human relations movement, 42–43 human resources perspective, 43, 45 Human relations, 42 movement, 42–43 behavior, 416 IT see Information technology Innovations, 200 ambidextrous approach, 279 J coordination model for, 282 Human resource management (HRM), 307 career nature innovations, in HRM, 315–316 social contract, 314–315 in HRM, 315–316 open, 283 JIT see Just-in-time inventory system organizational change, 278 Job Inputs, 47 analysis, 318 federal legislation, impact of, 311–312 Instant messaging, 476–477, 483 characteristics model, 457–458 finding right people Integrative negotiation, 521 description, 318 Intelligence teams, 177 design, 454 human resource planning, 317 recruiting, 318–321 selecting, 321–324 deployment, 176–177 enlargement, 456 Interactive leadership, 412–413 enrichment, 456–457 Interim managers, 22 evaluation, 329 benefits, 330 Internal attribution, 384, 385 rotation, 455–456 compensation, 329–330 Internal coordination, 282–283 satisfaction, 380, 381 termination, 330–331 Internal environment, 65, 75–78 simplification, 454–455 Internal recruiting, 318 specification, 318 maintaining, effective workforce managing talents performance appraisal, 326–328 International business environment, 102 Job-based pay systems, 329 training and development, 324–326 International dimension, 65 Job-centered leaders, 417 International environment, 65–66 Job design for motivation, 454–458 strategic role globalization, 311 human capital building, 309–310 strategic approach, 308–309 International human resource management (IHRM), 311 job characteristics model, 457–458 job enlargement, 456 International management, 102 job enrichment, 456–457 Human resource planning, 317 International opacity index, 553 job rotation, 455–456 Human Resources, 205 International Quality Standards, 557 Human resources perspective, 43, 45 International stage, globalization, 97 Joint ventures, 75, 100 Human skill, International trade alliances Justice approach, 133–134 Humility, 411 European Union (EU), 112–113 Hygiene factors, 446 General Agreement on Tariffs and Trade job simplification, 454–455 Just-in-time (JIT) inventory systems, 293–294, 579–580 (GATT), 112 globalization backlash, 113–114 I North American Free Trade Agreement Implementation, decision making, 224–225 World Trade Organization (WTO), 112 K (NAFTA), 113 Kepner and Tregoe study, of decision Impoverished management, 417 Internet, 586–589 In-basket simulation, employee selection, 323 Interorganizational partnerships, 74, 75 Knowledge, 581 Incentive compensation, 458 Interpersonal demands, 397–398 Knowledge economy, 278 Income statement, 546 Interpersonal roles, 19 Knowledge management, 580–581 Index of Economic Freedom, 105 Interviews, employee selection, 321–322 Individual collectivism, 107 Intranet, 587 Individualism, 106 Intrinsic rewards, 442, 455 Individualism approach, 132–133 Intuition, evaluating information, 392 Influence, 410, 426 see also Power Intuition, decision making, 219–220 Informal organization, 41 Inventor, 285 Information, 581 Inventory, 578 Labor market, 70–71 Inventory management Language barriers, communication, 475 as source of power, 428 making, 222–223 portal, 581 Knowledge of actual results, 458 L Informational roles, 18–19 importance of inventory, 579 Large-group intervention, 289–290 Information and control systems, 205 just-in-time (JIT) inventory systems, 579–580 Law of effect, 452 663 S UBJECT I NDEX LDCs see Less-developed countries Likability, 387 Management vs leadership, 414 Leader role, 18–19 Line authority, 247 Managerial ethics, 130–131 Leaders Line departments, 247 Managers charismatic, 422 Linguistic pluralism, 110 activities, 17–18 employee-centered, 416 Liquidity ratio, 547 as communication champion, 472, 473 job-centered, 417 Listening, 480–482 courage, 129–130 moral, 430 Locus of control, 389–390 essentials, 148 personal characteristics, 415 measuring, 391 ethical choices, 134–137 servent, 430 Long-term orientation, 107 first-line, 12 task-oriented, 420 Low-context culture, 110 functional, 12 transactional, 424 Lump-sum bonuses, 459 general, 13 transformational, 424 interim, 22 Leadership, 410 middle, 12 M aspects of, 410 behavioral approaches, 415–417 project, 12 roles, 18–20 charismatic, 422–423 Machiavellianism, 391 self test, 137 contingency approaches, 418–422 Management ten roles of, 18 of effective teams, 507 classical perspective on, 36–41 top, 11 as service contemporary tools, 35 what is it like to be a, 13–20 moral leadership, 430–431 contingency view of, 48–49 servent leadership, 429–430 customer relationship, 51 Manager’s job, communication and, 472–474 strategy execution, 203–204 definition of, 4–5 substitutes for, 421–422 environments of, 63–85 cross-culturally, 116, 117–119 traits, 415 four functions of, 5–7 diversity, 346–350 transformational vs transactional, 424 horizontal differences in, 12–13 in a global environment, 95–96, 115–119 visionary, 422–423 humanistic perspective on, 41–46 small business and nonprofit vs management, 414 levels in organizational hierarchy, 11 Leadership grid, 417 new competencies, 23 Leadership in Energy and Environmental and new workplace, 21–23 Design (LEED), 152 Managing organizations, 20–21 team conflict, 517–521 the technology-driven workplace, 50–52 organizational performance, 7–8 Manufacturing operations, 571–572 Leader style matching, 420–421 organization and, 34–36 Manufacturing organizations, 571 Leading, 6–7 scientific, 37–38 Market entry strategies, 98 Lean manufacturing, 578 skills, 8–10 Market share, 194 Lean production, 578 span of, 247, 249–250 Market Value-Added (MVA), 558 Learning, 491–492 supply chain, 50–51 Masculinity, 106 learning process, 394–395 types, 10–13 Maslow’s hierarchy of needs theory, 443–445 learning styles, 395–396 vertical differences in, 11–12 Matching model, 316 Learning organization, 50 LEED see Leadership in Energy and Environmental Design Management by objectives (MBO), 49, 168–171 Matrix approach, 254–255 Matrix boss, 255 benefits, 170 MBO see Management by objectives Legal-political dimension, 68 model, 169 McKinsey Quarterly, 186 Legal-political environment, 104–105 problems, 170 Mediation, 520 Legitimacy, 160 Legitimate power, 426 Management information system (MIS), 581–582 Mentor, 358 Mentoring, employees, 326 Less-developed countries (LDCs), 103 Management science perspective, 46 Merger, 75 Level leadership, 411–412 Management thinking evolution Mergers/acquisitions, 288–289 Leverage ratios, 548 classical perspective, 36–41 Liabilities, 546 humanistic perspective, 41–46 electronic messaging, 476–477 Liaison role, 18–19 innovative management thinking for instant messaging, 476–477 Licensing, 99 Life and safety, right to, 133 Life Balance Resources program, 360 Lifestyle awards, 459 turbulent times, 50–52 management science perspective, 46 recent historical trends, 47–50 Management tools, contemporary, 35 Message, 474 nonroutine messages, 477–478 routine messages, 477 Metacategories, behavior, 415 Micromanaging, 377 664 S UBJECT I NDEX Middle managers, 12 Middle-of-the-road management, 417 New Motivational Compensation Programs, 459 Organizational change, 278 four roles in, 285 Mission, organizational, 163–164 New-venture fund, 286 Organizational citizenship, 378 Mission statement, 164 New-venture team, 285 Organizational commitment, 381–382 MNC see Multinational corporation New workplace Organizational communication, 483–489 Modular approach, 257–258 characteristics, 21–22 formal communication channels, 483–486 Monitoring role, 18–19 Nexters see Generation X employees innovations in, 489–492 Monoculture, 352 Nonprofit organizations, 20–21 personal communication channels, 487–489 Moral development see Personal moral Nonprogrammed decisions, 214–215 development, levels of team communication channels, 486–487 Nonroutine messages, 477–478 Organizational control, 538 Moral leadership, 430–431 Nonverbal communication, 480 Organizational decline/revitalization, 288 Moral-rights approach Normative, decision making, 217 Organizational environment, 64 right of freedom of conscience, 133 Norming, 515 Organizational performance, 7–8 right of free speech, 133 North American Free Trade Agreement Organizational planning process, 162 right to due process, 133 (NAFTA), 113 Organizational stakeholders, 138–140 right to life and safety, 133 Organization chart, 244 right to privacy, 133 Organization development (OD), 287–290 O Motivation concept of, 442–443 content perspectives on, 443–448 employee engagement, 441, 460–462 Occupational Safety and Health Administration (OSHA), 68 activities, 288–290 conflict management, 288 mergers/acquisitions, 287–288 organizational decline/revitalization, 288 Herzberg’s two-factor theory, 446–447 OD see Organization development innovative ideas for, 458–462 Offshoring, 99 Organization development (OD), 45 job design for, 454–458 OJT see On-the-job training Organization–environment relationship, motivational benefits of job flexibility, One-way communication, 474 446, 459 Online checks, employee selection, 323 steps for, 290 72–75 Organizations process perspectives on, 448–452 On-the-job training (OJT), 325 adaptive see Adaptive organizations reinforcement perspective on, 452–454 Opacity index, 552 bureaucratic, 38–40 simple model of motivation, 442–443 Open-book management, 550 characteristics of creative, 280 two-factor approach to, 446–447 Open innovation, 283 characteristics of Porter’s competitive Motivation, source of, 161 Openness to experience, 386 strategies, 198–199 Motivators, 446 Open systems, 47 chart, 244 Multicultural teams, 462 Operational goals, 165 checklist for analyzing strengths and Multidomestic strategy, 202 Operational planning weaknesses, 192 Multinational corporation (MNC), 114 criteria for effective goals, 168 and environment relationship, 72–75 Multinational stage, globalization, 97 MBO, 168–171 informal, 41 Multiple channels, 492 single use plans, 171 learning, 50 Myers-Briggs type indicator (MBTI), standing plans, 171 management and, 34–36 392–393 N NAFTA see North American Free Trade Agreement National Highway Traffic Safety Administration, 542 Operational plans, 166 Quadrant A organizations, 83 Operations management, 46, 570 Quadrant B organizations, 83 Operations management systems Quadrant C organizations, 83–84 cellular layout, 576 Quadrant D organizations, 84 facilities layout, 573 structure, 244 fixed-position layout, 576 three levels of strategy in, 190–191 process layout, 573–574 Organization structure, 244 product layout, 574–575 Organizing, 6, 244 technology automation, 576–578 OSHA see Occupational Safety and Health Natural dimension, 69 Operations research, 46 Negative reinforcement, 453 Opportunity, 193, 222 Outputs, 47 Negotiation, 295 Opt-out trend, 354 Outsourcing, 256 Negotiation, 520–521 Organization Outsourcing, 52 Negotiator role, 18–19 Neutralizer, leadership, 421 definition of, Organizational behavior, 378 Administration Overconfidence, 228 Owners’ equity, 546 665 S UBJECT I NDEX P Plans, 160 Privacy, right to, 133 CMP, 174 Problem, 222 Panel interviews, employee selection, 321 contingency, 172 Problem-solving styles, 392–393 Participation, 295 levels, 160 Problem-solving teams, 509 Partnerships, strategic, 200 operational, 166 Procedural justice, 134 Part-time employees, 315 overview, 160 Process, 263 Passive follower, 426 purposes, 160–161 Pay for knowledge, 459 single use, 171–172 Pay-for-performance, 330, 459 standing, 171–172 Proclaiming, communication, 473 Peer-to-peer file sharing, 586 strategic, 164 Product change, 279 People change, 287 tactical, 165 Productive output, 523 layout, 573–574 theories, 443, 448 People-oriented behavior, 415 Pluralism, 352 Product layout, 574–575 Per capita income, 103 P➞O expectancy, 451 Product markets, 103–104 Perception, 382–385 Point-counterpoint, 230 Product structure, 252 Perceptual defense, 384 Policy-based statements, 145 Profitability ratios, 548 Perceptual distortions, 384 Political forces, 34 Profit margin on sales, 548 Perceptual selectivity, 383 Political instability, 105 Programmed decisions, 214 Performance, organizational, 7–8 Political model, decision making, Program structure, 252 Performance appraisal, 326 221–222 Projection, 384 performance assessment, 327–328 Political risk, 104 Project managers, 12, 262 performance evaluation errors, 328 Political skills, 574 Promote-from-within, 318 Performance dashboards, use of, 176, 177 Polycentric companies, 115 PRSA see Public Relations Society of Performance gap, 291 Porter’s competitive forces and strategies, Performance orientation, 107 196–199 America Public Relations Society of America Performance standard, 161 Portfolio strategy, 194 Performing, 515 Positive reinforcement, 452–453 Punishment, 453–454 Permanent teams, 256 Postconventional level, of personal moral Purpose-directed communication, 472 Personal characteristics, of leaders, 415 development, 135 Personal communication channels, 487–489 Postheroic approach, 411 Personal decision framework, 226–227 Power, 426–429, 447–448 Personal effort, as source of power, 428 distance, 106, 107 Personal identity, 14 interpersonal influence tactics, Personality, 385–394 attitudes and behaviors influenced by, 388–393 emotional intelligence, 388 personality traits, 386–387 testing, 387 Personal moral development, levels of, 134–135 Personal networking, 471–472, 487–488 428–429 personal (PRSA), 512 Pythons, 256 Q Q12, 461–462 Quadrant A organizations, 83 expert power, 427 Quadrant B organizations, 83 referent power, 427 Quadrant C organizations, 83–84 position coercive power, 427 Quadrant D organizations, 84 Quality and financial control trends, 557 legitimate power, 426 Activity-Based Costing (ABC), 558 reward power, 426 Corporate Governance, 558–559 sources Economic Value-Added (EVA), 558 Person–environment fit, 394 information, 428 International Quality Standards, 557 Person–job fit, 393–394 personal effort, 427 Market Value-Added (MVA), 558 Persuasion, in communication, 478–479 relationship network, 428 new financial control systems, 557–559 Physiological needs, motivation, 444 Pragmatic survivor, 425 Quality circles, 553–554 Planning, 5–6, 160 Preconventional level, of personal moral Question mark, 195 contingency, 172–173 development, 135 crisis, 173–175 Prejudice, 350 decentralized, 175 Presenteeism, 396 high performance, 175–177 Pressure groups, 68 operational see Operational planning Primacy, perceptual selectivity, 383 organizational, 162 Principled level, of personal moral process, organizational, 162 development, 135 Quiet rooms, 399 R Radio-frequency identification (RFID), 577 666 S UBJECT I NDEX S Rationale for decisions, 161 RATR see Relay Assembly Test Room Sociocultural environment, 105–111 Socioemotional role, 513 Safety needs, motivation, 444 Source of motivation, 161 Raw materials inventory, 578 Salary surveys, 329 Span of control, 247 Realistic job preview, 318 Sarbanes-Oxley Act (2002), 21, 99, 559 Span of management, 247, 249–250 Receiver, communication process, 474 Satisficing, 218 Specialization, 244–245 Recency, perceptual selectivity, 383 SBU see Strategic business units Special-purpose teams, 508 Recruiting, 318 Scalar chain, 40 Spokesperson role, 18–19 Recruitment, employees Scalar principle, 245 Sponsor, 285 E-cruiting, 320 Scenario building, 173 Staff authority, 247 innovations, 320–321 Scientific management, 37–38 Staff departments, 247 legal considerations, 319 Selection, of employees, 321 experiment Stakeholders, organizational, 138–140 organizational need assessment, 318 application form, 321 Standard, performance, 161 realistic job previews, 318–319 assessment centers, 322–323 Standing plans, 171–172 Reengineering, 263–264 employment tests, 322 Star, 195 Referent power, 427 interview, 321–322 Stateless stage, globalization, 97 Refreezing, 290 online checks, 323 Stereotype, 350–351 Reinforcement, 452 Self-actualization needs, motivation, 444 perspective on motivation, 452–454 Self-awareness, 388 theories, 443, 452 Self-contained unit structure, 252 threat, 351–352 Stereotyping, 384 of employee, 328 Related diversification, 195 Self-directed teams, 508–509 Stockless systems, 579 Relationship management, 388 Self-efficacy, 459 Storming, 515 Relationship network, as source Self-management, 388 Story, 77 Self-serving bias, 385 Strategic business units (SBU), 194 Self test, for managers, 137 Strategic conversation, 472 Sender, communication process, 474 Strategic goals, 164 Resource allocation, 161 Sensation, evaluating information, 392 Strategic management, 188–191 Resource allocator role, 18 Servent leadership, 429–430 case study, 207–210 Resource markets, 103–104 Service operations, 571–572 levels of strategy, 190–191 Responsibility, 246 Service organizations, 571 process see Strategic management of power, 428 Relay Assembly Test Room (RATR) experiment, 42 center, 544 Sexual harassment, 312 process Restraining forces, 293 Sexual harassment, 361–362 Return on quality (ROQ), 84 Sharing, communication, 473, 478 Return on total assets (ROA), 548 Short-term orientation, 107 Revenue budget, 545 Siebel Systems, 409 Reward power, 426 Single use plans, 171–172 Rewards, 442–443 see also Extrinsic Situational theory, leadership, 418–419 Strategic partnerships, 200 purpose of strategy in, 188–190 Strategic management process, 191–193 strategy formulation versus execution, 191 SWOT analysis, 192–193 Six sigma, 554–555 Strategic plans, 164 Rightsizing, 316 Skills training, diversity, 360–361 Strategic role, HRM, 308–311 Risk Skunkworks, 285 Strategic strength, 185–186 in decision making, 216 Slogan, 78 Strategic thinking, 186–187 propensity, 224 Small business, strategy development, 206 Strategy, 188 rewards; Intrinsic rewards ROA see Return on total assets Social competitive, 198–199 contract, 34 delivering value to customer, 189–190 ambiguity, 397 entity, development for small business, 206 conflict, 397 forces, 34 development of core competence, Roles decisional, 19–20 Social awareness, 388 definition, 18 Social contract, 314–315 differentiation, 198 informational, 18–19 Social disposition, 482 diversification, 195–196 interpersonal, 19 Social facilitation, 523 focus, 199 ROQ see Return on quality Social networking, 586 formulation, 194–199 Routine messages, 477 Societal collectivism, 107 levels in organizations, 190–191 Sociocultural dimension, 66 new trends in, 199–200 188–189 667 S UBJECT I NDEX portfolio, 194 Task environment, 65, 69–72 purpose of, 188–190 Task forces, 262 synergy, 189 Task force, 508 Technical core, 570 tools for implementation, 203 Task-oriented behavior, 415 Technical skill, Task-oriented leaders, 420 Technological dimension, 66 tips for effective, 204 Task specialist role, 513 Technology change, 279 Strategy formulation, 191 Team approach, 255–256 Telecommuting, 316 Strategy maps, and goal alignment, Team-based compensation, 459 Temporary employees, 315 Team-based structure, 256 Theories Strategy execution, 191, 203–205 166–167 types of team, 507–512 work team effectiveness, 522–523 Strengths, 192 Team building, 288 acquired needs theory, 447–448 Stress, 396–399 Team-building skills, 23 content theories, 443 Team cohesiveness, 516–517 equity theory, 449–450 Team communication channels, ERG theory, 445–448 management, innovative responses to, 398–399 workplace, 397–398 Stressors, 396 486–487 Team effectiveness Stretch goals, 176 model of, 506–507 expectancy theory, 450–451 goal-setting theory, 448–449 Herzberg’s two-factor theory, 446–447 Structural design, 204–205 Team management, 417 hierarchy of needs, 443 Structure Team norms, 517 process theories, 443, 448 Team processes reinforcement theories, 443 divisional, 252–253 dual-authority, 254 adjourning, 515–516 functional, 252 five stages of team development, 514 global geographic, 253 forming, 514–515 The Prince, 391 product, 252 norming, 515 Thinking, evaluating information, 392 program, 252 performing, 515 Threats, 193 self-contained unit, 252 storming, 515 team-based, 256 team cohesiveness, 516–517 360-degree feedback, 327 virtual network, 256 team norms, 517 Top-down budgeting, 545 Substitute products, threats of, 197 Teams X scale, 43, 45 Y scale, 43, 45 of substitute products, 197 Top leader, 255 Substitutes, for leadership, 421–422 command team, 507 Top management support, 295–296 Subsystems, 48 committee, 508 Top managers, 11 Superordinate goal, 520 cross-functional team, 508 Total quality management (TQM), 49–50 Suppliers, 70 defined, 504–505 benchmarking, 554 Supply chain management, 50–51, 572–573 dilemma of, 505–506 continuous improvement, 555–556 Survey feedback, 288 fast-cycle, 283 cycle time, 555 Sustainability, ethics of, 141–142 five common dysfunctions, 505 quality circles, 553–554 SWOT (strengths, weaknesses, formal teams, 507–508 six sigma, 554–555 opportunities, threats) analysis, functional team, 507 TQM success factors, 556–557 192–193 global teams, 511–512 TQM technique, 553–556 Symbol, 77 horizontal team, 508 TQM see Total quality management Synergy, 47, 189 leadership, 507 Training and development, 287 System, 47 new-venture, 285 Training and development, employees Systemic thinking, 48 problem-solving teams, 509 coaching, 326 Systems theory, 47–48 self-directed teams, 508–509 corporate universities, 325–326 special-purpose teams, 508 mentoring, 326 task force, 508 OJT, 325 T Tactical goals, 165 vertical team, 507–508 virtual teams, 509–511 Teamwork promotion-from-within, 326 Traits, leadership, 415 Transactional leaders, 424 Tactical plans, 165 managing team conflict, 517–522 Tactics, interpersonal influence, 428–429 team characteristics, 512–513 Transformational leaders, 424 Transformation process, 47 Talent acquisition, 318 see also Recruiting team effectiveness, 506–507 Transnational strategy, 202–203 Tall structure, 249 team processes, 513–517 Transparency International, bribe payers Task demands, 397 teams at work, 504–506 index, 138 668 S UBJECT I NDEX Two-boss employees, 255 Value differences, 351 Weaknesses, 192 Two-factor approach to motivation, 446–447 Verbal cues, face-to-face “Web Factor,” 394 Two-way communication, 474 Type A behavior, 397 Type B behavior, 397 U communication, 480 Vertical differences, management, 11–12 Wicked decision, 216–217 Wiki, 581 Vertical integration, 196 Win-win solution, 521 Vertical structure Women workforce centralization and decentralization, 250 chain of command, 245–247 Uncertainty Whisle-blowing, 146–147 factors affecting careers of, 353–354, 356 avoidance, 106 span of management, 247, 249–250 Work-in-process inventory, 578 change implementation, 293 work specialization, 244–245 Workplace decision making, 216 Vertical team, 507–508 stress, 397–398 Uncertainty avoidance, 107 Videoconferencing systems, 476 Uncritical thinking, 424 Virtual network structure, 256 Work redesign, 457 Unfreezing, 290 Virtual teams, 315 Work Specialization, 244–245 Unity of command, 40, 245 Virtual teams, 509–511 World Trade Organization (WTO), 112 Unity of direction, 40 Vision, leadership, 423 Written communication, 489 Unrelated diversification, 195–196 Visionary leadership, 422–423 WTO see World Trade Organization Upward communication, 483, 485 Vocal cues, face-to-face U.S Internal Revenue Service (IRS), 279 communication, 480 Z Utilitarian approach, 132 V W Valence, 451 Wage and salary surveys, 329 Value chain management Wall Street Journal, 549 organization as a value chain, 570–573 technology-driven, 50–52 Watson Wyatt Worldwide study, 472 Zero inventory systems, 579 ... professionals, leased employees, or part- time workers .22 The temporary staffing industry doubled between 20 02 and 20 07 and is projected to grow into a $20 0 billion industry by 20 10 .23 People in temporary... Resource Management: Essential Perspectives, 2nd ed (Cincinnati, OH: South-Western Publishing, 20 02) , p See James C Wimbush,“Spotlight on Human Resource Management, ” Business Horizons 48 (20 05):... Scales,” Journal of Applied Psychology 57 (1973): 15 22 ; and Francine Alexander, “Performance Appraisals,” Small Business Reports (March 1989): 20 29  329 C HAPTER 11 M ANAGING H UMAN R ESOURCES MAINTAINING